Categories
Agile Sociocracy

Scrum’s big brother

John Buck writes in Dynamic Governance (Sociocracy) is Scrum’s Big Brother that agile principles are parallel to many sociocratic principles and patterns. Both agile and sociocracy reminds me of Dee Hock. He was way ahead of his time in contemplating what biology, chaos and complexity theory could teach us in business. See Dee Hock in his own words.

Related links:
Meet Scrum’s Big Brother, Dynamic Governance by Dan LeFebvre & John Buck (slideshare, pdf)

Categories
Agile Democracy Power Thoughts

Three faces of power

I am convinced that we need to change existing power structures in order to achieve organizational democracy. An example are the struggles we see with scaling agile software development to the whole organization. This is ultimately a question of changing the power distribution.

Kenneth E. Boulding defines the three faces of power as:

  1. Threat Power – “Do something I want or I’ll do something you don’t want
  2. Exchange Power – “Give me something I want and I’ll give you something you want
  3. Integrative Power – “I’m going to do what I believe is right, something authentic, and we will end up closer
Categories
Agile Thoughts

Great results happen when

Great results happen when:

  1. People know why they are doing their work.
  2. Organizations focus on outcomes and impacts rather than features.
  3. Teams decide what to do next based on immediate and direct feedback from the use of their work.
  4. Everyone cares.

Notes: This is from a workshop in London in February 2013 with “thought leaders” such as Gojko Adzic, Mary Poppendieck, Jeff Patton, Ingrid Domingues, and others.

 

Categories
Agile Organization Sociocracy Thoughts

Scaling Agile @ Spotify

Henrik Kniberg and Anders Ivarsson have written an interesting paper on Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds. The organizational setup of the teams is very interesting. Since I’m currently reading We the People by John Buck and Sharon Villines on dynamic self-governance, I’m wondering if the structure of Chapters & Guilds could have been replaced by a doubly linked circle organization instead? It’s just a thought for the time being. I’m not sure what the pros and cons would have been? Instinctively, I don’t like matrix organizations. It adds an extra dimension of complication which I think should be avoided. Double linking seems to be a more straightforward approach. But again, I don’t really know (yet).

Categories
Agile Methods Sociocracy

Dynamic Self-Governance

Here is a short video clip on Dynamic Self-Governance for Businesses. Dynamic Self-Governance, or Sociocracy, is a practical way to run a company or organization. It builds upon the core values of transparency, consent, and equal value. It gives everyone an informed voice transforming the organization to become more:

  • Decentralized
  • Empowering
  • Resilient
  • Effective
  • Efficient
  • Adaptive

This is really a way to turn a whole organization Agile. It would be an interesting experiment to combine Dynamic Self-Governance with Agile software development. If you have experience of it, please let me know! I am very interested.

Categories
Agile Sociocracy Thoughts

The anatomy of the agile organization is circular

Janne Korhonen has written a post on the anatomy of the agile enterprise. His message is that the future of governance is circular. I fully agree. What he does is to describe the dynamic governance structure which is based on the circle organization. I think he is absolutely right because the circular shape is central not only to sociocracy, but also to Large Group Methods such as Open Space Technology and The Circle Way, just to mention a few. I think this is what the shift in management thinking really is about – a movement from pyramids to circles. Do not let the simplicity of this metaphor fool you. We are talking about a fundamental shift in perspectives – from hierarchical pyramids to egalitarian circles, from centralized leadership in the top to distributed leadership everywhere. The circular form is absolutely necessary because it enables us to move towards whole-organizational agility. It is simply not possible to be agile in a pyramid. Only circles can do the job.

Related posts:
Sociocracy requires a new mindset
Scrum vs. Sociocracy
Sociocratic principles can be implemented in many ways
Sociocracy is a method, and still it isn’t
Implementing sociocracy without sociocracy
Sociocracy as practiced by the G/wi
Policies vs. agreements
Scaling sociocracy is all about the context
Unspoken sociocratic principles
Cultural dimensions of sociocracy
A prerequisite for sociocracy is a socios

Related posts in Swedish:
Holakrati, holokrati och sociokrati
Hur införa sociokrati i en organisation (del 1)?
Hur införa sociokrati i en organisation (del 2)?
Sociokrati är som permakultur, fast för människor
Sociokrati är som en skogsträdgård
Kurs i kväkarnas beslutsmetod, som bygger på att nå enighet kring beslut
En historisk tillbakablick på kväkarnas beslutsmetod
Sociokratibok: Idag publiceras boken
Några tankar om sociokrati
Min gästblogg på #skolvåren: Att organisera oss rätt

Categories
Agile Holacracy Leadership Methods Sociocracy

Holakrati, holokrati och sociokrati


Carl Blomberg, som driver bloggen Agil HR, twittrade häromdagen om Holacracy at Adscale Laboratories: Agile for the Entire Organization. Det väckte min uppmärksamhet och fick mig att titta närmare på holakrati (eng holacracy). Jag googlade och hittade en introduktion till holakrati skriven av upphovsmannen Brian Robertson själv. Man kan säga att holakrati är ett sätt att strukturera och leda en organisation. Regelverket finns beskrivet i Holakrati-konstitutionen. Det som gör mig intresserad är att jag i holakratin ser ett möjligt sätt att tillämpa ett agilt synsätt på en hel organisation.

Det som däremot gör mig tveksam är att holakrati är så regelstyrt. Det finns en gräns, anser jag, för hur långt man kan gå i att styra människor med regler. Jag noterar också att Holacracy® är ett registrerat amerikanskt varumärke som ägs av företaget HolacracyOne. Jag tycker att holakrati som ord är alldelses för likt holokrati (med “o”), som betyder universell demokrati. Dessutom har företaget lämnat in en patentansökan på “metoden att strukturera och styra ett företag” (patentansökan nr US2009006113). Patentansökan innehåller 19 patentkrav. Patentet har inte har beviljats. Syftet med varumärket och patentansökan sägs vara att man vill kvalitetssäkra utbildning och konsultjänster i holakrati, men det handlar naturligtvis också om att man vill kunna sälja certifiering och  licenser till användare av metoden.

Det faktum att holakrati är varumärkesskyddat i USA fick mig att söka vidare. Det jag har förstått är att holakrati till stor del bygger på sociokrati, som utvecklades av holländaren Gerard Endenburg under 1970-talet. Det kan också vara skälet till att holakrati-patentet inte har beviljats. Nyhetsvärdet och uppfinningshöjden i holakrati är helt enkelt för låg jämfört med sociokrati.

Relaterade inlägg:
Sociokrati är som permakultur, fast för människor
Sociokrati är som en skogsträdgård
Kurs i kväkarnas beslutsmetod, som sociokrati bygger på
En historisk tillbakablick på kväkarnas beslutsmetod
Sociokratibok: Idag publiceras boken
Några tankar om sociokrati
Min gästblogg på #skolvåren: Att organisera oss rätt

Relaterade inlägg på engelska:
Sociocracy requires a new mindset
Scrum vs. Sociocracy
Sociocratic principles can be implemented in many ways
Sociocracy is a method, and still it isn’t
Implementing sociocracy without sociocracy
Sociocracy as practiced by the G/wi
Policies vs. agreements
Scaling sociocracy is all about the context
Unspoken sociocratic principles
Cultural dimensions of sociocracy
A prerequisite for sociocracy is a socios
Book Review: Holacracy by Brian Robertson
Book Review: Sociocracy by Gerard Endenburg
Holacracy vs. Sociocracy
The big misconception in sociocracy

Categories
Agile Software

Mjukvaruutveckling är ett samarbetsspel

Tommy Bryntse har gått en tvådagarskurs i Advanced Agile. Syftet med kursen var att ge djupare förståelse i ämnet. Lärare var Alistair Cockburn. Det är intressant läsning.

En metafor som användes under kursen är att se på mjukvarutuvecklings som ett samarbetsspel. Spelet har två mål (skeppa fungerande mjukvara, förbered nästa steg) och tre drag (uppfinna, bestämma och kommunicera). Eftersom det är ett samarbetsspel är samarbete det viktigaste. Under samarbetet byggs tyst kunskap upp vlket gör det störande att ta bort, lägga till eller byta ut spelare. Om teamet är större eller geografiskt utspritt behövs mer infrastruktur. Allt som hindrar informationsflödet sänker farten. Allt detta kan tyckas självklart, men tål att betonas.

Tommy tar upp fler matnyttiga tankar i sin artikel, t ex kring färdighetsnivåer och mjukvaru-hantverket. Läs den.

Categories
Agile Thoughts

I’m not an agilist, I’m a human being

Jurgen Appelo says in his latest blog I Don’t Care About Agile that he will use any cool words that can help him “to be happy while learning new things and creating value in a network with other people“. That’s a pretty cool goal. My interpretation then is that Jurgen is more of an optimist than an agilist. What am I then? I tried with “I’m not an agilist, I’m a humanist“, but when I checked with Wikipedia I realized that being a humanist can mean many things, some of which I’m not. For example I’m not a scholar in the Humanities.

What caught my eyes though was humanistic psychology which “adopts a holistic approach to human existence and pays special attention to such phenomena as creativity, free will, and human potential”. I like that. However, I cannot say that I’m a humanistic psychologist either, because I’m not a psychologist.

What I ended up with is this: I’m not an agilist, I’m a human being. My goal is to find out how we can turn human potential into reality in our businesses. Agile software development is a step in that direction. The Stoos Network is another.  No Fear – The Community a third. I’m sure there are others too.

Categories
Agile Leadership

The management view of agile

Craig Smith refers to a series of articles by Steve Denning and asks in his article The Management View of Agile whether agile adoption is being stifled by traditional management because they are unaware or more because they are unwilling? Or is it maybe, as Chris Goldsbury puts it, because they are “…unconvinced, undecided, unsure of the benefits…“? To convince yourself you need to try, and to try you need courage.